Everand Logo

Welcome to Everand!

  • Discover millions of ebooks, audiobooks, and so much more with a free trial

    Only €10,99/month after trial. Cancel anytime.

    Toyota Standard Work: The Foundation of Kaizen
    Toyota Standard Work: The Foundation of Kaizen
    Toyota Standard Work: The Foundation of Kaizen
    Ebook72 pages31 minutes

    Toyota Standard Work: The Foundation of Kaizen

    By Mohammed Hamed Ahmed Soliman

    5/5

    ()

    Read preview

    About this ebook

    Having no standardization work process means no quality. Everyone will do this task differently. Tracking the source of errors is difficult without the work standard. When a leader perform gemba walk on shop floor to observe the situation, there is no benefit from the walk when there is no standard. In the classic old way of management, companies were and (many are still) following the Taylor's principle, Taylor said that industrial engineers should be the only ones who initiate, create, modify, adapt and improve the process. And workers should follow what the industrial engineers are saying. Standard work is being used to measure employees performance. This is really a contrary to respect for people which is one of the main pillars in the Toyota production system and was the reason why Toyota is a high performance company. Toyota is strong by its people not by its process. Toyota Creates standard work to eliminate wastes, develop employees skills and develop high level of knowledge.

    LanguageEnglish
    Publisherpersonal-lean.org
    Release dateMar 14, 2021
    ISBN9798223352501
    Toyota Standard Work: The Foundation of Kaizen
    Author

    Mohammed Hamed Ahmed Soliman

    Mohammed Hamed Ahmed Soliman is an industrial engineer, consultant, university lecturer, operational excellence leader, and author. He works as a lecturer at the American University in Cairo and as a consultant for several international industrial organizations. Soliman earned a Bachelor's of science in Engineering and a Master's degree in Quality Management. He earned post-graduate degrees in Industrial Engineering and Engineering Management. He holds numerous certificates in management, industry, quality, and cost engineering. For most of his career, Soliman worked as a regular employee for various industrial sectors. This included crystal-glass making, fertilizers, and chemicals. He did this while educating people about the culture of continuous improvement. Soliman has more than 15 years of experience and proven track record of achieving high levels of operational excellence to a broad range of business operations including manufacturing, service and healthcare. He has led several improvement projects within leading organizations and defined a lot of savings in the manufacturing wastes stream. Soliman has lectured at Princess Noura University and trained the maintenance team in Vale Oman Pelletizing Company. He has been lecturing at The American University in Cairo for 8 years and has designed and delivered 40 leadership and technical skills enhancement training modules. In the past 4 years, Soliman's lectures have been popular and attracted a large audience of over 200,000 people according to SlideShare's analysis.. His research is one of the most downloaded works on the Social Science Research Network, which is run by ELSEVIER. His research is one of the most downloaded works on the Social Science Research Network, which is run by ELSEVIER. Soliman is a senior member at the Institute of Industrial and Systems Engineers and a member with the Society for Engineering and Management Systems. He has published more than 60 publications including articles in peer reviewed academic journals and international magazines. His writings on lean manufacturing, leadership, productivity, and business appear in Industrial Engineers, Lean Thinking, Industrial Management, and Sage Publications. Soliman's blog is www.personal-lean.org.

    Read more from Mohammed Hamed Ahmed Soliman

    Related to Toyota Standard Work

    Related ebooks

    Production & Operations Management For You

    View More
    View More

    Related podcast episodes

    Related articles

    • Article

      The Underlying Dynamics Of The grocery Retail Segment

      Aug 20, 2021

      As it tackles the aftermath of the looting and unrest in KwaZulu-Natal and Gauteng, the listed grocery retail sector is itself at an inflection point. All the country’s Big Five retailers have new chief executives in place, with Shoprite’s Pieter Eng

      6 min read

    • Article

      6 A.m. With… the Disrupter

      Oct 31, 2024

      6 A.m. With… the Disrupter
      4 min read

    • Article

      Good-for-you GUMMIES!

      Jun 18, 2020

      Good-for-you GUMMIES!
      1 min read

    • Article

      Reinventing Jobs

      Mar 18, 2019

      Reinventing Jobs
      6 min read

    • Article

      More Than The Numbers

      Jun 24, 2018

      More Than The Numbers
      5 min read

    • Article

      Key Considerations For Organisations Looking To Transform Customer Experience

      Jul 7, 2019

      Businesses can’t simply decide to transform one day, then jump straight changing for change’s sake. It’s essential to plan the transformation carefully and understand the barriers and opportunities that could arise. Equally, some research suggests bu

      2 min read

    • Article

      Better By Design

      Feb 25, 2018

      Better By Design
      9 min read

    • Article

      Streamlining Workflow

      Feb 18, 2021

      Streamlining Workflow
      5 min read

    • Article

      Change Sustainability Your ROI Health Check

      Mar 28, 2019

      Change sustainability programs are as unique as each of the workplace projects themselves. They can be developed either to dovetail into the end of a change program where businessas-usual kicks in, or they can be integrated into a prototype rotation

      5 min read

    • Article

      Six Misconceptions Limiting Growth

      Oct 10, 2018

      Six Misconceptions Limiting Growth
      4 min read

    • Article

      The Perils of Internal Disruption

      Jan 1, 2019

      THESE DAYS, if something is said to be ‘disruptive’, we assume that it is highly innovative and therefore good — although industry incumbents might disagree. But when it comes to an organization’s internal operations, disruption can be very bad, both

      6 min read

    Related categories

    Reviews for Toyota Standard Work

    5/5

    1 rating0 reviews

    What did you think?

    Tap to rate

    Review must be at least 10 words

      Book preview

      Toyota Standard Work - Mohammed Hamed Ahmed Soliman

      Origination of Standard Work

      Early in 1911, Frederic Taylor summed up his efficiency techniques in his book The Principles of Scientific Management which, in 2001, Fellows of the Academy of Management voted the most influential management book of the twentieth century. His pioneering work in applying engineering principles to the work done on the factory floor was instrumental in the creation and development of the branch of engineering that is now known as industrial engineering (Taylor, 1919).

      Early examinations by Frederic Taylor and the longing to boost benefits via cautiously characterizing the work components and considering workers responsible for accomplishing them. Work standards have since a long time ago beset history in certain businesses (especially the automotive industry), and the goal has been to beat up workers for nonperformance (Liker, 2005).

      In classic management environment, workers see work standard as a proportion of how hard they need to work, or the measure of exertion that will be applied. Likewise, they characteristically comprehend that everybody has various abilities and the framework depends on the least ability (Liker, 2005). In this manner low performance can be effective and superior workers can surpass performance, or in the event that they decide, work quicker to make extra leisure time.

      In this model, a work standard is set up dependent on some unacceptable goal. It depends on making a cost-effective standard instead of making the most ideal work strategy, with minimal measure of waste, creating the best quality item at the lowest cost.

      Toyota Work Standard

      In the classic old way of management, companies were and (many are still) following the Taylor’s principle. Taylor said that industrial engineers should be the only ones who initiate, create, modify, adapt and improve the process. And workers should follow what the industrial engineers are saying (Ahmed, 2013). This is really a contrary to respect for people which is one of the main pillars in the Toyota production system and was the reason why Toyota is a high-performance company. Toyota is strong by its people not by its process (Ahmed, 2013 and Soliman, 2015).

      Managers dread that the Toyota Way will permit representatives to run amuck, choosing their own work strategies and accordingly not working hard enough. They additionally dread the loss of a measurement framework that they have figured out how to command and control to make progress (Liker, 2005).

      Clearly, Toyota focus on how to truly make an efficient process that will consistently deliver performance results. Toyota believe that variation control tools like Six Sigma are worthless without having work standard (Liker, 2003).

      Why Standardization?

      The traditional manufacturing model from mass productivity model has an underlying spotlight on accomplishing the most reduced conceivable unit cost and afterward making work strategy principles to accomplish the cost objective. This model thinks about singular endeavors and cost per piece, while the Toyota Way looks to expand the whole framework and considers all out cost through squander decrease as the essential marker of achievement (Liker, 2003). The conventional strategy uses time and movement studies to decide the most productive

      Enjoying the preview?
      Page 1 of 1